Patrick King, Pmp, Csm Email and Phone Number

• Acting Program Manager who took over the Facilities Program after the Program Manager was moved. Responsible for; 4 separate programs, weekly reporting, 300+ Projects, and time reporting for 9 Project Manager Contractors.• Delivers/develops quarterly PowerPoint briefings to executive leadership to discuss program status and trends. Provides high level program visibility to executives about program/project status and resource constraints• Responsible for interviewing, hiring, onboarding, training, managing and providing feedback for Project Manager Contractors.

• Lead IT Project Manager on the new 519,499 sqft Headquarters building in Stamford CT. Responsible for delivering corporate Network/Audio Video/telephones and wireless services to a 14 floor and 1800 seat office building• Responsible for ordering project equipment, tracking internal/external resources, and managing project costs• Developed an in depth training plan for the facilities team. Created an Audit Checklist, Weekly Update Checklist, templates, processes and methodologies, and 242 other training documents that are shared with the team.• Closed/successfully completed 16 projects in 2021, effecting 15,796 seats, 1.246 Million square feet, and $6.5 Million dollars, despite significant equipment/resource constraints due to the COVID‐19 pandemic.• Held weekly training sessions with the new team members on Mondays. This meeting is a training call to review processes and team members can ask questions• Managed the project schedule and worked with Corporate Real Estate and Information Technology Support Services (ITSS) on 39 projects all over the US and Hawaii affecting 5985 people. 986,389 sqft and $2,893,170.• Led weekly PMP training meetings that are designed to help team members pass the PMP test and share lessons learned. Created a folder where the team can share study materials, currently 132 documents are being shared• Coordinated with the Program Manager to create a 37 page process for the Enterprise Network and Telecom (ENT) facilities program that will meet or exceed Capability Maturity Model Integration (CMMI) requirements • Lead IT Project Manager on four Denver Colorado projects, provided corporate IT services to 205,000 sqft, of office space and $133,000 worth of equipment, which improved the quality of life for 1423 people• Coordinated two meetings with my Program Manager and the 12 local Real Estate team members and 11 ITSS managers to discuss the Facilities program roles & responsibilities and how we can improve project delivery.

• Lead IT Project Manager on a 10,000 sq. ft. tech/training center construction with 12 resources/stakeholders, managed the schedule/timeline, and a $45,380.87 budget. Project was completed on time and on budget• Took over an IT project on a 21,875 sq. ft. office construction. Managed 14 resources/stakeholders, the schedule/timeline, and a $160,981.33 budget. The project was delivered on time and on budget• Completed two large projects, the 306,000 sq. ft., Spectrum Plaza, and the 16,824 sq. ft. Spectrum Conference Center buildings. I managed the 20 resources/stakeholders, the schedule/timeline, and a combined $1.5 million budget. Delivered both projects on time and budget for 1600 employee

• Creates weekly documents to communicate status of Information Technology (IT) communications room installation at three construction projects in the Denver area. Ensured leadership informed of possible contractor constraints/delays.• Received and inventoried IT assets for local projects coordinated the inventory, secured storage and delivery of equipment until it was ready for installation.• Meticulously tracks and maintains project schedules, manages numerous crews to ensure the customer’s needs and dates are met. Holds weekly meetings with contractors and stakeholders to communicate potential constraints. • Manages, tracks, and communicates milestone completion to stakeholders. Keeps leadership informed and involved in the project so key decision makers have all the information before making a decision.

• Developed a slide presentation that presented the streamlined and efficient evaluation schedule for all the unit programs to leadership.• Coordinated with leadership to create a plan to prepare and conduct analysis of 62 squadron programs. Established an 8 process 22-page guidance manual which reduced discrepancies by 80% and two programs were benchmarked by group inspectors.• Identified continuous improvement opportunity using Lean Six Sigma concepts. Interfaced with leadership throughout the organization to develop and implement a new self-inspection process that allowed assigned personnel to quickly evaluate 62 programs consisting of 296 separate items.

• Created, communicated, and maintained quality control policies. Personally conducted quality assurance inspections on 94 radios/20 personnel valued in excess of $1M, which insured equipment/personnel readiness for any deployment taskings. • Analyzed historical performance data to create a quality assurance strategy. Enforced policies and procedures while inspecting 86 programs, including 6 flights and 129 personnel, which insured that the unit is aligned with and in compliance with regulations/management and higher headquarters priorities.• Identified improvement opportunity to standardized deployment continuity books and authored a squadron equipment course; instructed 11 personnel on group contingency deployment program. All of which resulted in a reduction of pack/deployment time by 28%• Evaluated performance metrics during field training exercise, created statement of work and schedule for a full squadron exercise, including 7 area managers, 6 external agencies, and 568 items. Used quality assurance knowledge, written guidance, and experience to evaluate the packing/loading, weight and balance of vehicles, and preparation for air shipment.

• Delivered productivity plans and reviewed work forecasts for the daily operation of the Radio Frequency Flight. Oversaw the maintenance, repair, and overhaul of 288 common equipment items worth $11M, ensuring 95% uptime.• Mentored, trained, and developed 8 managers; provided individual and team training to enhance employee capabilities and meet assigned goals. Trained and mentored 15 members of the flight while performing training manager duties.• Evaluated performance metrics by utilizing scheduling data to support the radio preventative maintenance inspections program; managed the equipment maintenance schedule which ensured the readiness for $3.8M tactical transmission systems rendering a 95% readiness rating.• Led a 4-personnel inventory project that accounted for 183 logistics items; worked with stakeholders to ensure the accountability of items valued at more than $3.8M.• Utilized program planning data system to monitor mobile tactical vehicle radio maintenance and installation. Oversaw troubleshooting, repairs, and upgrade of equipment valued at over $4.8M. Managed 463 maintenance actions facilitated 9 communication exercises; conducted 3 deployments and 8 field training exercises.• Identified improvement opportunity when managing a project to renew the radio flight training program. Created a training plan, edited, and updated 7.4K critical tasks which resulted in a 30% reduction in training time for new personnel.

• Led a project and helped the organization achieve goal. Created the first and only RQ-4 Global Hawk tactical field terminal training class. Researched and identified requirements, self-taught signal flow, devoted 280 hours to course development, and created 231 training slides. Class development ended a 7-year Air Force wide training deficiency.• Managed scheduling and production of 36 accredited formal Air Force courses and 22 instructors. Resulted in the delivery of 210 formal courses which produced 630 trained maintainers for 9 Reconnaissance Wing.• Mentored, trained, and developed 7 managers. Managed 4799 hours of instruction by 22 instructors who supported 4,000 U2/RQ-4 sorties. Managed the training and development for 7 instructors, to insure that they remained in compliance of Community College of the Air Force regulations.• Ensured safety and created tracking system while on deployment to Iraq. Acquired armored vehicles for the people left behind in the Area of Responsibility (AOR). Developed an “AOR tracking system” document that tracked vehicles and personnel worth $3.4M.• Created, communicated, and maintained quality control policies. Evaluated the instruction of 15 instructors, ensured that they maintained the highest standards of the detachment and Air Force regulations.• Identified improvement opportunity when it was discovered the students had a lack of knowledge about satellite acquisition. Identified requirements needed to create/validate new satellite peak and polarity procedures, which reduced satellite acquisition time by 40%.

• Effectively managed and maintained 20 personnel and over 350 communications equipment items including audio/video equipment, crypto-keyed VHF radios, communications security (COMSEC) items, and all applicable hardware and software valued over $2.5M.• Identified improvement opportunity on COMSEC account. Identified 63 items that were no longer required and could be turned in to supply system, leaving only 50 items. This reduced inventory time by 75% and saved 80 man hours annually.• Created, communicated, and maintained quality control policies. Selected to assist Group inspectors during a Group led communications exercise to prepare for deployment. Analyzed and evaluated 70 squadron members using technical data during setup and operation of field communications equipment in a simulated deployed environment.• Mentored, trained, and developed teammates. Provided in depth COMSEC instruction to 9 deploying managers which ensured the security of wartime assets. Trained and certified 11 personnel in upgrade training with over 200 tasks and 6 volumes of book knowledge. • Led and developed teammates during multiple installation projects within an international environment. Quarterbacked an 8-person project to repair a multi-strand fiber optic cable that effected 60% of base, which resulted in a seamless transition back to normal operations.